RFP 378136 - Peoplesoft Professional Support - Addendum 004 - QA.xlsx

Addendum 004 - Q&A

A. Key pain points in current Financial and Project-Costing processes the new solution must address.

B. Which workflow/approval processes (e.g., voucher, journal) are critical and must be configured at go-live?

C. List significant customizations in current Financial and Project-Costing systems that HMIS deems essential to replicate or replace.

D. Has HMIS licensed Customer Contracts and, if so, should it be included in scope?

E. Is a Chart-of-Accounts redesign in scope?

F. Do source systems migrating to PeopleSoft already share the same COA values, or will mapping be required?

G. Current state of the Vendor Master—will data-cleansing be required?

H. How many external banks and bank accounts must be configured for AR, AP, and Cash Management?

I. May eBill Payment be deferred to a later phase?\

J. Largest challenges HMIS faces in contract billing (e.g., FAR, DCAA) that must be solved.

K. How many punch-out catalogues must be integrated, and do any require real-time pricing calls? A. Please post financial pain points file.

B. Journal approval process is the only critical at this time, all others are TBD

C. TBD

D. Not at this time, but is in consideration but not currently in scope. Please address as an option.

E. Currently a shared GL then broken down by Company/BU, TBD as a split by Company

F. Share same COA

G. Yes

H. AR: 5; AP: TBD; Cash Management: 5

I. TBD

J. Currently it is a manual process

K. None 2 Financials & Supply Chain (FSCM 9.2) - General Ledger:

A. Does HMIS already populate the “Project” ChartField in GL, and will historical journals need conversion to align with Project Costing?

B. Will multiple business units remain post-go-live, or is consolidation planned?

C. Are new variance-pricing analytics required for budget-vs-actual labor-cost comparisons? A. "Project" Charfield in GL is used as Charge Code (CACN) at this time. Will need to look at how CACN in GL reconcile to Projects in GL. Purge of Journals year to year so conversion may not need to be done.

B. Will require multiple business units

C. Yes 3 Financials & Supply Chain (FSCM 9.2) - Project Costing & Commitment Control:

A. Is this a first-time Project Costing implementation requiring significant data conversion, or is PC already in use?

B. Will Commitment Control be enabled, and at which budget levels (project, activity, resource)?

C. Should variance-pricing be enabled to recharge higher/lower internal rates across DOE programs?

D. Is an early conversion prototype needed to prove historical-cost integrity?

E. Will HMIS adopt the Image 53 Rush Requisition flag for critical buys?

F. How many punch-out catalogues must be integrated, and do any require real-time pricing calls? A. PC is already in use

B. TBD

C. Yes

D. Yes

E. Not during this Phase

F. Not during this Phase 4 Human-Capital Pillar (HCM 9.2) - Payroll (North American / Federal):

A. Will Payroll post labor distribution directly to Project Costing / GL, and what combo-code structure must be validated?

B. Are there bespoke garnishment or retro-calc rules unique to DOE/Hanford that must be retained?

C. How many parallel pay runs will HMIS require before cut-over (cycles and sample size)? A. Yes; TBD on combo-code structure at this time

B. Not unique standard

C. Please refer to RFP and pre-proposal conference/meeting info.

5 Human-Capital Pillar (HCM 9.2) - Succession & Career Planning:

A. Which key roles need succession plans, and what readiness scale (e.g., 9-box) should be used?

B. Will Talent Profile competencies be loaded from spreadsheets or external systems?

C. Should Talent Reviews route through AWE approvals or rely on delivered meeting-workspace pages?

D. KPIs required for bench-strength and readiness and whether they feed DOE HR scorecards.

E. Is a link to the LMS required for development-plan tracking? A. All management level positions and SME roles grade 18 and higher (essential personnel)

B. Not currently in Peoplesoft looking to modernize with this implementation

C. Will route through AWE approvals with further configuration

D. Looking to implement best practices

E. No

Finance:

A. What workflow structures are currently in place? Do they involve multi-level approvals?

B. How much historical data (in years or volume) is expected to be migrated into the new environment?

C. Since PO/Inventory functionality is not in scope and not currently in PeopleSoft, what external systems are used today and how do they integrate with PeopleSoft? What are your expectations for these integrations in the new environment?

D. What is the primary driver for Project Costing implementation?

E. Will Project Costing need to integrate with legacy procurement or external financial systems?

F. How many existing ChartField combinations are currently in use, and are there known cleanup efforts underway?

G. What percentage of current transactions utilize project details? What is the target percentage for future transactions?

H. Do you expect a full ChartField redesign or reconfiguration?

I. Do you currently follow a defined and documented month-end process?

J. Can you confirm whether data mapping and conversion ownership will be led by HMIS, with consulting support focused on tools and facilitation only?

K. How’s current budget check on spending is performed?

L. How many contracts do you currently have?

M. What is the maximum number of funding sources on individual contracts.

N. Please confirm whether a phased go-live by functional module (e.g., Financials and Project Costing by Sept 2026; HCM modules in FY27) is required. If so, are there any DOE-mandated sequence requirements for module go-lives? A. No current workflow structures in place but a great opportunity for improvements

B. For Finance back to January 2021; rest of finance is archived by FY in a datawarehouse

C. Multiple files and integrations uploads into Finance and Finance feeds out to multiple systems

D. It is a re-implementation (upgrade) as we use Project Costing today

E. Need to integrate with Asset Suites Procurement and no external financial systems

F. Very light usage of the combination rules, another opportunity for best practices

G. Need further information on this question

H. Do not anticipate a full but some changes

I. Yes

J. Previously answered

K. No current system budget check

L. Each Contractor has a Prime contract with multiple Task Order per company. There are also Contracts (Inter-company) ~700 for one company and the others have ~200 each

M. Per company/DOE Contract on average there is ~350 fund source lines tracked which can increase or decrease depending on "active".

N. Yes on Financials by FY26 and all others are to run in parallel